Flexibility in the Managerial Role

Good administration requires judgment. Managers operate within a spectrum: at times, flexibility and understanding are essential; at other times, rigidity and adherence to rules are non-negotiable. The art of management lies in knowing which situation calls for which response.

The Human Side of Management

There are moments when rules and procedures must give way to empathy. An employee facing a family emergency, a volunteer struggling with a sudden workload, or a citizen raising a concern in good faith all benefit from leadership that is patient and understanding. These are not signs of weakness but of humanity. They build trust, and trust is the currency that allows organizations to function beyond mere compliance.

The Structural Side of Management

Yet not every context allows for discretion. Financial rules, legal thresholds, and formal governance structures exist to preserve fairness and integrity. When standards are written in black and white—such as limits set by law—managers are bound to uphold them precisely. To bend in these moments is not compassion; it is negligence.

The Agency Dimension

In governance theory, managers occupy an agency position: they are entrusted with resources and responsibilities on behalf of others. This privileged space makes the distinction between flexibility and rigidity even more crucial. When a leader uses discretion for personal benefit, rather than for the organization or community, the agency relationship breaks down. By contrast, when managers reserve flexibility for supporting others while applying strict standards to themselves, they strengthen the trust that justifies their authority in the first place.

The Problem of Selective Rigidity

Trouble arises when leaders reverse this balance: when they are unyielding in contexts that require compassion, but indulgent when their own interests are at stake. The result is an inversion of responsibility. Colleagues and citizens encounter dismissal when seeking understanding, while the leader themselves takes liberties with structures designed to constrain everyone equally.

Why Flexibility Matters

Healthy administration depends on coherence. The same leader cannot demand rigidity from others while claiming flexibility for themselves. Such contradictions erode legitimacy, invite cynicism, and ultimately weaken the system they are meant to serve.

Flexibility in the managerial role is not about doing whatever one pleases. It is about recognizing when the situation demands empathy, and when it demands strict adherence to principle. The two must coexist. A manager who embodies both, applied consistently and transparently, strengthens not only their organization but the broader community’s confidence in governance.